ARTICLES ABOUT PEOPLE MANAGEMENT BY DATE - PAGE 3

On one of his frequent trips to Mumbai, Rajeev Chopra has a whole series of meetings lined up at the business centre of a suburban hotel, but he's saved a special slot — the lunch hour — for a Socratic Debate with CD. Over a plate of salad and a club sandwich (which he efficiently demolishes with a knife and fork), the vice chairman and managing director of the Gurgaon-headquartered Philips Electronics India , talks about the importance of friends, the egalitarian culture of MNCs and the challenges of doing business in rural India.

One of the biggest challenges for new managers is how to get the best out of each of their team members so they achieve superior results-and make you, the new manager, look good. Authors Sean O'Neil and John Kulisek show managers how to push their teams to success, not by following fluffy leadership training but by using the skills that got them promoted in the first place. Forget kumbayas or one-minute managing. The best people managers know approaches that work great with one employee will be lost on the next.

By: Vivek Gupta In the last series, we spoke about some of the challenges that an Indian M&A deal faces. One of the biggest challenges post integration is extraction of value from the deal. At the end of the day, we have to sit back and ask ? was the price right? Was it really worth it? By concentrating and putting all our energies on 'growth' (which we saw early on as the dominant driver of an Indian M&A ), did we overlook other long-term gains and losses? As we round up our series, we will talk about how we can enhance value and sustain the growth of the Indian M&A . According to statistical analysis of the top 50 largest global deals and the 25 largest deals involving Indian firms over 2005 - 2007, Indian firms have fared better than the global average when it comes to value creation.

India produces talent in abundance. However, with the rapid economic strides, talent crunch for the country continues. On the other hand, spate of M&As has made people management a critical issue. Dhirendra Shantilal, senior vice president (APAC), Kelly Services, spoke about the major bottlenecks for filling the demand-supply gap and emerging trends in recruitment in India in the wake of the slowdown in the US: There have been a large number of M&As in the last one year.

NEW DELHI: Chief Executive Officers need to take charge of people management in their companies in order to develop organisation culture, experts said on Saturday. The CEO should don the role of an organisation developer by taking charge of newer roles like creation of people skills, besides continuing with his core set of functions, panelists at a CII conference said here today. "The CEO's role is that of a torch-bearer, a person who champions the cause of people by unblocking barriers, a person who is the visible enabler," Castrol India's Managing Director and CEO Naveen Kshatriya said.

Peter Cheese, MD, human performance, Accenture, in his 20 years in the industry, has played critical roles in large programmes of change across a wide range of organisations. Amid a wave of M&A deals in India, ET caught up with Cheese to talk about India, global talent issues and evolution of HR as a profession: If you need to do a perception vs reality check, what would be your take on India? There is this huge perception outside — that India, China and Asia have very good availability of talent.

Banking in India is becoming more complex than ever as the financial services landscape is changing dramatically, led by growing sophistication of the retail and corporate customer. Hiring and retaining talent is becoming a key focus area for us and for anyone in this business. Moreover, not many of our businesses stay unique for more than a month or two and that demands innovating constantly. Before taking charge of Citigroup's Indian operations as CEO three years ago, I had spent 16 years in the group, been through eight different jobs and spent eight years in London and New York.

From workplace to news to matrimonials - the technology professionals are the talk of the town in more ways than one. They can solve the trickiest of problems with utmost ease. They have the skills and the world is ready to pay for it. Going by these standards all the companies should have been ruled by the techies. All of us know that is not the case. Techies don't want to be managers. Programming and being in touch with technology is what gives them the most satisfaction. But there's a flip side to it. What about Bill Gates, Nandan Nilekani and Azim Premji?

If you haven't worked or been a part of Mudra before it became a big advertising agency, I strongly advise you to pick up a copy of The Invisible CEO by AG Krishnamurthy at the airport bookstore, before you board your next flight. And I promise you that you'll like advertising better when you get off the plane. The Invisible CEO is a book written the way AGK speaks in life. It's racy and cuts the pfaff. Before the fasten seat belt sign goes off you will be amazed by the audacity of a man who made Mudra a postal landmark in Ahmedabad.

The better an organisation is doing managing its human capital the better the return is to shareholders, says Watson Wyatt's first Asia-Pacific Human Capital Index (HCI) study. It identifies the links between superior people practices and increased return to shareholders in this diverse region. There is a strong link between human capital management and real business value. Great people management equals great people value. Asia-Pacific companies with the best human capital management practices deliver significantly more shareholder value than those with poor people practices.